科尔尼－供应链

DiscussionpaperShanghai,December29th,2002Challengesfacingthepan-EuropeansupplychainA.T.Kearney70/0026_Dec29/jz2ExecutivesummaryOverview:Thepan-Europeansupplychainfacesfourmajorchallenges:Redesignofnetwork,in-versusoutsourcing,consolidationofsupplierrelationshipsandbestpracticetenderingRedesignofnetworkisdrivenbyforcesoutsideofthesupplychain.Theseexternalforcescouldbe,e.g.,consolidationofmanufacturingbaseorchangeinservicerequirementsIn-versusoutsourcing:Outsourcingprovidesstrategicadvantages,butitdoesnotsolvetheproblemConsolidationofsupplierrelationships:Trustandtransparencyarekeyforestablishinglong-termpartnershipswithsuppliersBestpracticetendering:InsightaboutkeyperformancedriversofoperationwillguaranteeasuccessfultenderingprocessBenefits:ApplyingbestpracticestoresolvetheseissuescanleadtosignificantcompetitiveadvantagesA.T.Kearney70/0026_Dec29/jz3Fourmajorchallengesneedtobemasteredtoestablishapan-EuropeansupplychainOverview1.Redesignofnetwork2.In-versusoutsourcing3.Consolidationofsupplierrelationship4.Bestpracticefortenderingprocess•RationalizeEuropeanmanufacturinglocationsandcapacity•Radicallychangeserviceleveltostrengthencompetitiveness•Consolidateassetsandfreecashtofinancegrowth•Expandmanagementcapacityincorebusinessarea•Optimallyuseeconomiesofscaleforsupplychain•Reducein-houseadministrationtomanageinterfacetoserviceproviders•Ensuretransparencyandconsistencyofcostandperformance•Ensureoptimaltargetsettingandperformancecommitment“QuickWin”versusstrategicadvantagesOne-timebenefitversuscontinuousimprovementCreatingapan-EuropeanSupplyChainMaindriverDecision-makingcriteriaBenefitsA.T.Kearney70/0026_Dec29/jz4RedesignofnetworkA.T.Kearney70/0026_Dec29/jz5Type1:LeadtimedrivenMarketmanagedreplenishment(MMR)Type2:OptimalfactoryutilizationFactorymanagedreplenishment(FMR)Type3:HighproductRegionmanagedreplenishment(RMR)Threetypesofreplenishmentconceptsreflectneedsofshortleadtime,optimalfactoryutilizationandhighproductavailability…producesbasedonmarketreplenishmentplan…replenishesmarketsbasedonmutuallyagreedrules…producesbasedonregionalreplenishmentplan…coordinatesallreplenishmentactivities…definesreplenishmentplan(controltotalchaininventory)…definesinventorylevelsanddevelopssalesforecast…definesinventorylevelsanddevelopssalesforecast…definessourcingandmonitorsinventories…definessourcingandmonitorsinventoriesFactory...Region...Market...RedesignofnetworkA.T.Kearney70/0026_Dec29/jz6Today•Shipmentforecast•Order•OrderquantityKeydriversforredesigninganetworkareservicerequirements,inventorypolicies,planningbasisandshipmentcharacteristicsRedesignofnetwork•100%mindset•Marketlevel•FactorylevelAgreedservicelevelis...Inventorypoliciesat...Mid-termplanningisbasedon…Shipmentsaretriggeredby…Shipmentquantityaccordingto...FMR•Depot/brandinventorytargetandleadtime•Chainlevel•Salesforecast•Marketdemand•ReplenishmentneedsandfactoryoptimizationClientExampleA.T.Kearney70/0026_Dec29/jz72-3inventorylevels1inventorylevel2inventorylevels1inventorylevel1inventorylevelFactorywarehousewithinventoryMarketstockin1or2stocklevelsbeforePOSFactorywarehousewithallinventory“ParcelService”fromfactorywarehouseFactorywarehousewithinventoryStockat1stlevel“regional”warehouseBufferatfactory(e.g.2-5days)TheidealphysicalnetworkconsistsofonestocklevelbetweenfactoryandPOSRedesignofnetworkNotes:(1)Thislevelmaynotexist(2)Localwarehousesand/ortransshipmentpointWarehouseFactory1stlevelWarehousesLocalWarehouses/TP1)POS/PORSWarehouseFactoryPOS/PORSWarehouseFactoryLocalWarehouses/TP2)POS/PORSBufferFactory1stlevelWarehousesPOS/PORSWarehouseFactoryLocalWarehouses/TPPOS/PORSStockat1stlevel“central”in-marketwarehouseStockat1stlevel“regional”in-marketwarehouseTypicalSituationScenario1“FactoryWarehouse”Scenario2“Factoryandregionalwarehouse”Scenario3“CentralWarehouse”Scenario4“Regionalwarehouse”A.T.Kearney70/0026_Dec29/jz8CombinedscenarioswillbalanceinventoriesandtransportcostsPros•Lowtransportationcosts•ShortleadtimestoPOSCons•Mediumstockplanning•Mediumstocklevel•Mediumtransportationplanning•2handlingstepsforpartofthevolumebetweenproductionandPOSScenario5“Combinations”RedesignofnetworkWarehouseCentralWarehouse(s)LocalPOSPOSPOSCentralwarehouseofA-customersTransshipmentpointDirectdeliveryfull-truckloadDailyreplenishmenthalf/fullpalletsonlyNostorage,bufferonlyExampleWarehouseFactory1levelWarehouse(s)POS/PORSTransshipmentA.T.Kearney70/0026_Dec29/jz9Theapproachistoidentifysequentialchangesbasedontheexistingmodelandasiscosts123451234CurrentNewnetworkvolumes...+newproduction...+newnetwork...+newprocurementVolumefactorProductionfactorNetworkfactorProcurementfactorAsisCostsModeledCostsRedesignofnetworkClientExampleA.T.Kearney70/0026_Dec29/jz10In-versusOutsourcingA.T.Kearney70/0026_Dec29/jz11TheeverincreasinglevelofoutsourcingreflectsconcentrationoncorecompetenciesIn-versusOutsourcingSpecialists4%14%21%8%50%28%50%52%14%70%70%4%11%47%45%0%0%2%CurrentPlan2003TransportationInternaldistribution/warehousingTransportationmanagementITValue-addedactivitiesOrderhandlingInvoicingInventoryma